John Marschall Email & Phone Number

• For a 250MM discrete manufacturer: assessed, designed, and implemented changes in policies, organization, process, management system, and tools to align capacity with customer demand to improve lead times, on-time delivery, and manufacturing costs. Integrated with client’s Hoshin Kanri / policy deployment for sales, forecasting/capacity management, customer service, materials management, production control, and information systems. To ensure operational success and performance measurement, selected or developed tools to support the above. o Designed, justified, initiated, and managed the Material Planning and Production Control department until a manager could be hired. • Instituted and chaired forecasting meeting/process (outside tool selected and deployed)• Scheduling resources reduced from 14 to 6 through the application of Lean Manufacturing Principles. • Reduced annual inventory adjustments by 81% (inventory management tools and practices) • Coordinated strategic sourcing initiative to improve costs and mitigate supply risko Capacity management allows the team to precisely adjust staffing/capacity up or down to meet demand on an as-needed basis without outside help. (JDE World, MM, FM, OM)• Organized and led a professional and technical services team focused on order-to-cash management and supplier integration o Reduced invoice processing times by 80% through automated purchase order/invoice matching o Collaborated with third-party suppliers to integrate business processes and systems to reduce order processing time from > 4 days to < 1 hour.

Edinburgh, Scotland, Gb

• As part of a global Lean Six Sigma strategy for two manufacturing plants of a specialty chemical manufacturer, simplified monthly financial and management accounting through a focus on the production model/bill of materials, materials management, daily yield, and production accounting. o Short interval Plan-Do-Check-Act (PDCA) approach on all elements created early traction and credibility o Intensive measurement system analysis for technical projects for raw materials handling and consumption to certify daily yield and justify needed instrumentation o Gemba Walks and SIPOC outputs as essential inputs to the development of standard work and SOPs for operators, material handlers, and rail yard

• For a major transmission utility participating in the Energy Market administered by ISO-NE, led the engagement and project to develop a new standards-based power accounting system for scheduling, metering, and settlement of electricity usage among the twenty-three distribution utilities in the state of Vermont. Coached C-level executives on organizational, management, process changes, and continuous improvement needed to ensure the effectiveness of the $4,000,000 technology investment in the new system, including initiating a first-ever state-wide metering forum chartered with ensuring compliance to market tariffs and associated operational rules.

Saint Michaels, Md, Us

• Improved shovel maintenance outage planning, scheduling, and execution effectiveness for a major pit to process bitumen upgrading facility in the oil sands of Alberta, Canada by aligning production, maintenance, and technical (PMT) operations through the development of a cross-functional shovel outage planning process. The shop floor support for the identification of the standard work was critical to our success. The then VP of Maintenance for this company will serve as a reference to the importance and effectiveness of the work. (SAP PM, Primavera)• For a diamond mine in northern Canada, performed inventory and material handling analyses and investigations on $110MM of their overall spend. Identified > $15MM in cash flow and ongoing benefits and delivered the implementation plan to achieve them. (SAP MM)• Used Lean 5s to reduce non-stock maintenance spares by > 70% in the first two weeks of the engagement. Time gained not having to look for parts improved working time for 20 tradespeople by 10% within six weeks. Achieved $1.1 million in inventory benefits through overall stock reductions of 62%. New replenishment policies, including reorder points, obsolete stock elimination, and identifying slow-movers, allowed the client to realize benefits rapidly.

London (Richmond-Upon-Thames), London, Gb

• Led the de-bottlenecking efforts to improve throughput and deliver $4.2MM in contributing margin benefits and an additional potential capacity of $3.9MM annually. This extra capacity allowed the client to enter into a joint venture at the facility that enabled the desired profit levels from the asset. (These efforts were instrumental in winning an additional $2.6MM work for the consulting firm.) • Conceived, developed, and implemented a user-friendly suite of tools and business process improvements that automated the administrative workload of production management / Key Performance Indicators (KPI) reporting and management and consulted with the client CIO and vendors to address business intelligence and performance reporting issues in the configuration and implementation of their global SAP upgrade. (SAP PP, PM)• Led efforts that improved equipment reliability across four production lines with a program that included adherence to preventive maintenance routines, Root Cause Analysis (RCA) and Failure Mode and Effects Analysis (FMEA). Mean-Time-Between-Failure (MTBF) for each line improved between 75% and 300%; overtime reduced from 20% to 5%, and backlog reduced from 15 weeks to 5.